Indian Institute of Management

Lucknow

Postgraduate Programme in
Management & Agribusiness
Management
BS1102
DESIGNING WORK ORGANIZATIONS
(DWO)
COURSE OUTLINE
TERM II, 2016-2017
Instructors and Contact Information
NAME:
PROF PUSHPENDRA PRIYADARSHI
E-MAIL:

PUSHPENDRA@IIML.AC.IN

OFFICE:

CHINTAN BUILDING

OFFICE TEL:

6616

VISITING HOURS:

1600-1700 HRS (MONDAY AND TUESDAY)

COURSE CREDIT: 0.75

COURSE DESCRIPTION
The management of complex organizations requires a thorough understanding of
the impact of organization design on organization effectiveness. The Designing Work
Organizations course responds to this need and focuses on the fundamental design
principles, contingencies governing design choice and the evolution of organization
design with changes in the internal/ external environment. Topics include introduction
to organization theory; relationship between environment, strategy & structure; key
design challenges & structural forms; contingencies governing design choice:
environment, technology; organization culture; change management; organizational
learning; & Organization life-cycle.
The course is designed to provide a powerful learning experience through a
combination of pedagogy methodologies including engagement in dialogues on
various academic perspectives through lectures, case analyses, assignments, field
exploration through industry/ research based projects, and reflective learning.
Students will have opportunities to hone their conceptual and behavioral skills in the
safe environment.

COURSE OBJECTIVES
This course is designed to:
1. Provide a strong conceptual understanding of how the theories and findings of
organisational and behavioural sciences are applied to designing work
organisations.
2. Impart theories and frameworks to examine the reciprocal relationship between
the organisational characteristics (e.g. environment, structure, strategies,
system, culture etc.) and managerial behavior.
3. Develop students abilities to devise strategies for bringing about effective
change, learning and development in work organisations throughout their lifecycle.
4. Provide opportunities to practice the use of these conceptual frameworks
through their application to organizational problems.
COURSE LEARNING OUTCOMES
By the end of the course the student should be able to:
1. Understand and explain the broad organization theories and their
implications in organizational settings.
2. Understand and explain how effectiveness is interpreted and defined in
various organizational contexts, appreciating the role that different
stakeholders play.
3. Understand the inter linkage between environment, strategy and structure.
4. Understand basic design challenges and how structures evolve to address
these challenges. Appreciate the rationale and utility for the various
structural types for making effective design decisions.
5. Understand the contingencies that impact the choice of structure (for e.g.:
environment, strategy, technology) during different stages in the
organizations life-cycle.
6. Develop an appreciation of the role that organizational culture and learning
play in driving organization effectiveness.
7. Understand and appreciate the need for managing change and the tools and
techniques for change management.
8. Develop the competence to evaluate a business scenario, identify
organization design criteria, generate structural options, evaluate structural
choices and recommend optimal solution.
9. Develop the competence required to work effectively in a team.
10.Appreciate the organizational context and apply relevant contemporary
organizational theories, concepts and models in order to analyze and act on
organizational cases and issues.
ALIGNMENT OF INTENDED PROGRAM & COURSE LEARNING OUTCOMES
S
n.
1
2

Programme Objectives
To acquire knowledge and skills in key functional
areas
To internalize the knowledge and skills in key

Course Learning (CL)

outcomes
CL 1-8
CL 8-10; Case studies,

functional areas
To integrate and apply business knowledge

3
4
5

To develop a global perspective

To inculcate values of professionalism, ethical
leadership and social responsiveness
To master relational and interpersonal
communication skills

Project
CL 8,9,10; Case
studies, Project
Case studies
CL 2,8,9,10
CL 2,7,9,10; Project

COURSE MATERIALS AND READINGS

TEXTBOOKS
DAFT, R.L., UNDERSTANDING THE THEORY AND DESIGN OF ORGANIZATIONS (WITH
COURSE MATE: INDIAN REPRINT), CENGAGE LEARNING: 2016.
JONES G.R., AND MATHEW M. ORGANISATIONAL THEORY, DESIGN AND CHANGE, LATEST
NATIONAL EDITION. PEARSON EDUCATION: 2011.

CASES*:

South West Airlines Stanford GSB (HBS)

Appex Corporation by Nitin Nohria & Julie Gladstone (HBS)

Hewlett-Packard: Culture in Changing Times (HBS Case No- 9-404-087)

Campbell and Bailyns Boston Office - Brief Case (HBS)

*If required, additional cases may be given. Cases will be shared during the
classroom sessions or distributed separately prior to the class.
EVALUATION
Exams: There will be one examination. This would be held at the time of end
term examinations.
Quizzes: There will be a minimum of two quizzes held during the course.
Group Project Report: Each student will be assigned to a group consisting of 8
10 students to complete project. More details of this group project report will
be discussed in class.

GRADING SCHEME
Mid Term Exam

Not Applicable

End Term Exam

50 - 60%

Quizzes/
Assignments

20%

Group Project

20%

Participation

Optional (10%)

Total

100%

ACADEMIC DISHONESTY
Academic dishonesty or misconduct is cheating that relates to an academic activity. It
is a violation of trust between the Institute and its stakeholders. Plagiarism,
fabrication, deception, cheating and sabotage are examples of unacceptable
academic conduct. Please consult the PGP Manual for the section on academic
dishonesty.

COURSE SCHEDULE
Sess
ion
1
2
3

Topics to be covered
in the course
Introduction to
Organization Theory
Organisational
Effectiveness
Environment Strategy
Relationship
Challenges in Design

5-6

Structure: Dimensions
and Types

7
8

Environment-StrategyStructure Relationship
Technology and Design

9-10

Organizational Culture

Readings* and
Book Chapter
Chapter 1
Chapter 1
Chapter 3
Case: South West
Airlines Stanford
GSB (HBS)
Chapter 4
Chapter 2
Case: Appex
Corporation by Nitin
Nohria & Julie
Gladstone (HBS)
Chapter 6
Chapter 13
Chapter 9
Case: HewlettPackard: Culture in
Changing Times

Assessment
Criteria
Quizzes, Exam and
Project
Quizzes, Exam and
Project
Quizzes, Exam and
Project
Quizzes, Exam and
Project
Quizzes, Exam and
Project

Quizzes, Exam and

Project
Quizzes, Exam and
Project
Quizzes, Exam and
Project

11

Organisational Learning

12-

Change Management

14

Organisational Life
Cycle
Project Presentation

13

15

HBS Case No- 9404-087

Chapter 9
Chapter 10
Case: Campbell
and Bailyns Boston
Office - Brief Case
(HBS)
Chapter 12

Quizzes, Exam and

Project
Quizzes, Exam and
Project

Quizzes, Exam and

Project
Project

*Additional reading and cases may be provided later during the course, if need is felt
for the same by the instructor.